VSM Platform / Delivery

Value Stream Delivery

Customer-centric and flow-based analytics dashboard getting you unprecedented insights on your service levels, time-to-market, productivity, predictability, quality, flow efficiency and profile of work.
Flomatika Dashboard
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Completed Work

Use your historical data to support Governance and understand time to market, productivity, predictability, service level and inform statistical & probabilistic forecasts.

Governance Obeya

Work In Process

Visualise all the work in process across teams and portfolios. Ensure only the right things are being worked on and pay attention to crucial leading performance indicators.

Governance Obeya

Upcoming Work

Take control of your upcoming work with a clear picture of what is on your different backlogs, to maximise effectiveness and ensure you have a good triage mechanism in place.

Governance Obeya
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Completed Work

Use your historical data to support Governance and understand time to market, productivity, predictability, service level and inform statistical & probabilistic forecasts.
Service Level

Service Level

Define explicit service level expectations (SLE) for crucial demand types and assess to which degree teams, team-of-teams, and portfolios meet that expectation and if they are trending up or down.

  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Flomatika Dashboard
Flomatika Dashboard
Flomatika Dashboard
Flomatika Dashboard
Flomatika Dashboard

Time to Market

Flomatika indicates your time to market in a probabilistic manner. i.e. 'up to 36 days with 85% of confidence'. Now you can easily explore how different teams, products, and services are performing across different business units.

Understand if the trend is going up or down and the level of variability within your delivery system. Distributions with long tails can represent unpredictable and risky systems, causing planning to be difficult and susceptible to high impact, due to delays.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Flomatika Dashboard
Flomatika Dashboard

Productivity

Productivity, as in delivery rate or throughput, is an essential measure of your ability to produce and deliver value.

Knowing the volume of completed work periodically, the trend and how much variability is in the system is crucial. This helps you understand how healthy, stable, and consistent your delivery system is and whether it's improving, deteriorating or has plateaued.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Demand distribution

Demand distribution

One of the most powerful governance mechanisms at scale is understanding and influencing the distribution of different demand types within your value streams.

How much capacity today is going towards producing new features (new revenue creation), or to enhancements & optimisation (revenue protection), or towards defects & incidents (failure demand), or risk & compliance?

Are you over-investing in new features, neglecting refactoring and ignoring compliance? Or vice-versa? Or are you well balanced to the context you're currently living in?
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Quality trend analysis

Quality distribution

Another important way to normalise data that brings invaluable insights for Governance is around quality. See, over time, how much of your capacity is going towards:

- Value Demand: something initiated by a customer, or which they would be willing to exchange economic value. 
- Failure Demand: a demand caused by a failure to do something or do something right for the customer.
- Non-value Demand: things your customer wouldn't necessarily pay for but is required to be able to do business with them.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Workflow trend analysis

Workflow distribution

At scale, Value Streams can operate with several different types of demand, workflows and workflow steps. For example, divisions and teams commonly choose a custom taxonomy to reflect their unique context better. Although that's a good practice at a team level, it brings Governance challenges at a higher level of analysis.

An important Governance capability is to be able to, over time, understand, across the board, how much work has been completed, in-process and proposed.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Profile of completed work

Profile of completed work

To be able to look back and understand the profile of completed work is a core Value Stream Governance capability.

Acquire the ability to drill down and understand the different facets of your completed work:
- Demand-type distribution
- Source of demand distribution
- Classes of service
- Value area
- If planned or unplanned
- Distribution across portfolios, programs, teams and individual contributors

Visualise the profile of work by any measure relevant to your unique context.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
  • Fitness Criteria: Such as KPIs, where they are thresholds that the team needs to work to. Eg not fall below a certain level of performance.
  • Improvement Drivers: Shows what your current performance is, and what target to strive for. Eg Aiming to achieve a certain NPS score.
  • Health Indicators: Where you need to perform within a safe threshold. Eg Blood pressure where you need to be performing above a minimum value, as well as below a maximum value.
  • Vanity Metric: Metric not tied directly to performance, but are good to share with a wider audience. Eg number of employees.
If you are currently facing similar challenges and like our take or want to know more about Flomatika and how we can help you solve your challenges, we would love to hear from you!
Join the conversation

Work In Process

Visualise all the work in process across teams and portfolios. Ensure only the right things are being worked on and pay attention to crucial leading performance indicators.
Flomatika Dashboard
Flomatika Dashboard

Volume of work in process

Controlled WIP reduces time to market while increasing quality and the amount of value delivered to customers.

Uncontrolled WIP results in high context switching, stale work and low quality, resulting in significant capacity going towards failure demand and ultimately an elongated time to market.

Controlling the amount of work in process (WIP) at any point in time in your system is one of the most significant performance levers you have at your disposal.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Flow Debt

Flow Debt

When looking only at lead time and other lagging indicators, you may not notice whether your current delivery performance is improving, deteriorating or has plateaued.

Flow debt empowers you with a leading performance indicator. It tracks your WIP Age in relation to your lead time to determine if your overall system is currently operating better or worse than it has recently performed.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Flow Efficiency

Flow Efficiency

Flow efficiency is undoubtedly the most powerful improvement driver you have at your disposal in a Value Stream predicated on knowledge work.

Flow efficiency shows you how much time work spends idling in different queues (waiting time) in your system compared to how much time it spends being worked on (value-added time). The best way to improve delivery performance is to reduce queues in your system.

Unfortunately, most queues in our systems of work are introduced by design. That may be due to a range of factors including organisation designs or operating models with several handovers; dependencies; too much work-in-process; low team liquidity; a high volume of manual and repetitive work; or committing to things too early.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
In vs Out Flow

In vs Out Flow

In knowledge work, the best way to bring teams into a state of flow is to get their capacity and demand in equilibrium. For example, how much work periodically is committed (InFlow/demand) vs how much work is delivered (OutFlow/capacity).

When InFlow exceeds OutFlow, WIP accumulates along with context switching; work becomes stale, quality deteriorates, defect rates increase, and time to market expands. These are things we all combat every day.

The complex nature of knowledge work systems limits your control over when things will be completed (OutFlow), but you do have (or should have) a higher control over when you start working on new things (InFlow). If that's the case, controlling the rate at which new work is started can help balance your Inflow and Outflow rates.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Profile of Work

Profile of Work

Having a clear picture of what is currently in process can help you ensure that teams and portfolios are working on the right things and only the right things.

Drill down and understand the different facets of your work in process by any measure relevant to your unique context, including: 
- Demand-type distribution
- Source of demand distribution
- Classes of service
- Value area
- Planned vs Unplanned
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
  • Fitness Criteria: Such as KPIs, where they are thresholds that the team needs to work to. Eg not fall below a certain level of performance.
  • Improvement Drivers: Shows what your current performance is, and what target to strive for. Eg Aiming to achieve a certain NPS score.
  • Health Indicators: Where you need to perform within a safe threshold. Eg Blood pressure where you need to be performing above a minimum value, as well as below a maximum value.
  • Vanity Metric: Metric not tied directly to performance, but are good to share with a wider audience. Eg number of employees.
If you are currently facing similar challenges and like our take or want to know more about Flomatika and how we can help you solve your challenges, we would love to hear from you!
Join the conversation
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Upcoming Work

Take control of your upcoming work with a clear picture of what is on your different backlogs, to maximise effectiveness and ensure you have a good triage mechanism in place.
Inventory Size

Inventory Size and Age

We know that product backlogs tend to grow quickly and wildly. Keeping them triaged and prioritised can easily start consuming too much energy (non-value demand) or in the worst case result in abandoned work items hanging around for months or sometimes years.

It's essential to get on top of your product backlog, understand how many items you have for each different type of demand, how long they have been there (inventory age) and whether they are early or late.

By comparing the desired delivery date of items in your backlog with their lead time distribution, we can inform whether teams are starting things super early, early, on time, on the last responsible moment, or if they are irresponsibly late.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Commitment Rate

Commitment Rate

Some demands on our backlog are refutable, others irrefutable. Some are delayable, others not so much. Understanding the commitment rate and the time to commit for your different demand types allows you to communicate better and align expectations with your customers.

For example, new features could have a commitment rate of 56% with a time to commit of 47 days, meaning only 56% of features added to the backlog are picked up by a team, which may take up to 47 days before work is started.

In another example for Bugs, which could have a commitment rate of 90% with a time to commit of only four days, meaning most bugs created are addressed, and the team usually takes up to four days to start work on them.
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
Profile of upcoming work

Profile of upcoming work

The best way to achieve effectiveness is to triage and prioritise work hitting your delivery systems thereby ensuring your teams are working on the right things, only the right things, and only at the last responsible moment.

Being able to drill down and understand the different facets of your upcoming work becomes crucial for your success. 

Slice and dice your backlog by any measure relevant to your unique context, including: 
- Demand-type distribution
- Source of demand distribution
- Classes of service
- Value area
- Planned vs Unplanned
- Distribution across portfolios, programs, teams and individual contributors
  • Financial
  • Customer
  • Internal Process
  • Learning & Growth
  • People & Culture
  • Product
  • Fitness Criteria: Such as KPIs, where they are thresholds that the team needs to work to. Eg not fall below a certain level of performance.
  • Improvement Drivers: Shows what your current performance is, and what target to strive for. Eg Aiming to achieve a certain NPS score.
  • Health Indicators: Where you need to perform within a safe threshold. Eg Blood pressure where you need to be performing above a minimum value, as well as below a maximum value.
  • Vanity Metric: Metric not tied directly to performance, but are good to share with a wider audience. Eg number of employees.
If you are currently facing similar challenges and like our take or want to know more about Flomatika and how we can help you solve your challenges, we would love to hear from you!
Join the conversation